By Thomas Bering, December 2024
When discussing motivation, it’s hard to avoid the work of psychologist Abraham Maslow. Maslow’s theory of needs, known as “A Theory of Human Motivation,” posits that humans strive to fulfill a series of hierarchical needs throughout their lives.
In this article, we explore Maslow’s theory, why it remains relevant today, and how it can be applied in leadership contexts.
Abraham Maslow’s theory is based on the idea that humans are innately driven by a desire for self-actualization. Our behavior reflects our pursuit of becoming the best version of ourselves.
Before achieving self-actualization, however, a set of foundational needs must first be met. These include basic requirements such as food, safety, social connections, and self-esteem.
Maslow’s theory is often visualized as a pyramid, with needs arranged hierarchically. Basic needs form the pyramid’s foundation, while more complex psychological needs are found at the top. Only when the foundational needs—such as food, water, sleep, and warmth—are met can an individual progress to higher levels, including safety and security. The higher one moves up the pyramid, the more psychological and personal the needs become.
Physiological needs are the most fundamental and essential for survival. Examples include:
These needs are the strongest motivators, as they are crucial to our very existence. Without fulfilling these needs, individuals will have no drive to pursue higher-order needs.
Once physiological needs are met, individuals shift focus to safety and security. These needs stem from a desire to avoid returning to the struggle for basic survival. Examples include:
Actions such as securing employment, purchasing insurance, or building savings are often driven by the need for safety. These ensure that basic needs will remain met in the future.
Social needs include love, acceptance, and belonging. At this level, humans are motivated by a desire for emotional connection. Examples include:
Maslow believed that loving and being loved are vital to emotional health. A lack of fulfillment in this area can lead to feelings of loneliness, anxiety, and depression. Participation in friendships, family connections, and community groups—such as religious organizations, sports teams, or book clubs—helps satisfy these needs.
Once the lower levels are fulfilled, individuals are motivated by self-esteem and recognition. At this stage, the focus shifts to achieving respect from others and self-confidence. Esteem needs include:
People may seek validation through personal hobbies, professional achievements, or competitions to enhance self-worth and gain recognition from others.
At the pyramid’s peak lies self-actualization—the pursuit of realizing one’s full potential. This level is driven by personal growth and the challenge to improve oneself. Self-actualized individuals are self-aware and deeply focused on personal development.
Maslow classified the five levels of the hierarchy into two categories:
One of a leader’s core responsibilities is to maintain employee motivation. Maslow’s hierarchy provides valuable insight into human motivation, which can easily be applied in the workplace.
During periods of organizational change, employees often shift between levels of the hierarchy. This highlights the importance of understanding and addressing their evolving needs.
For example, significant changes may trigger insecurity among employees. Those who once operated at the top levels of the pyramid may begin to question: “What will these changes mean for me?”, “Will I still have a job?”, or “Will I enjoy the new work environment?”
As a leader, it’s critical to address these foundational concerns, even if employees don’t voice them explicitly. A leader must ensure clarity, provide reassurance, and foster a sense of stability.
Resistance to change is a natural response rooted in uncertainty—whether about job security or one’s ability to adapt to new circumstances. Clear, supportive communication is key to restoring motivation and trust.
Abraham Maslow was an American psychologist of Russian descent and a pioneer of humanistic psychology.
Born in 1908 in Brooklyn, New York, Maslow initially studied law at City College of New York and Cornell University before earning a Ph.D. in psychology from the University of Wisconsin in 1934.
His academic career spanned institutions such as Columbia University, Brooklyn College, and Brandeis University. Maslow later became a resident fellow at the Laughlin Institute in California, where he remained until his death in 1970.
Maslow’s Hierarchy of Needs is a theory of human motivation developed by psychologist Abraham Maslow. The theory is based on a hierarchical structure of needs that individuals strive to fulfill. The pyramid consists of five levels: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
The five levels of needs are:
Deficiency needs are needs that arise from a lack and can be satisfied. These include physiological needs, safety needs, social needs, and esteem needs. Growth needs, on the other hand, do not stem from a lack but from a desire for development. The need for self-actualization is a growth need.
Maslow’s Hierarchy of Needs can assist leaders in understanding their employees’ motivations and needs. By addressing employees’ foundational needs for security and safety, especially during organizational changes, leaders can foster an environment where individuals thrive and achieve their full potential.
Leaders should focus on employees’ needs for security and stability during periods of change. Clear and reassuring communication can help restore motivation and minimize resistance to change.
Abraham Maslow was an American psychologist of Russian descent and one of the founders of humanistic psychology. Born in 1908, he grew up in Brooklyn, New York. Maslow had a long and diverse academic career, working at several universities and research institutions. He passed away in 1970.
Yes, although the hierarchy is structured sequentially, multiple needs can be addressed simultaneously. For example, a person may work on fulfilling both social needs and esteem needs at the same time.
Some critics argue that needs do not necessarily follow a strict order and that cultural differences can influence how needs are prioritized. Additionally, individual differences mean that not everyone experiences or perceives these needs in the same way.
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